B2B Product Management Training Course

Participants can select attractive B2B segments and define evidence-based ideal customer profiles.

• Segmentation variables combine firmographics, maturity, behaviours, needs and buying triggers
• Ideal Customer Profile criteria rank fit, value potential and serviceability
• Total addressable market estimated using top-down and bottom-up methods
• Serviceable market boundaries tested against channels, geography and delivery capacity
• Account scoring models distinguish priority prospects from poor-fit opportunities
• Market attractiveness assessed through growth, profitability, competition and switching costs

Participants can gather and assess customer evidence before committing to product solutions.

• Jobs to Be Done interviews reveal functional, emotional and social progress
• Interview guides separate current behaviour from hypothetical solution preferences
• Problem statements capture customer context, pain, consequence and desired outcome
• Opportunity Solution Tree links customer needs to measurable product opportunities
• Assumption mapping ranks desirability, viability, feasibility and evidence gaps
• Discovery evidence triangulated from interviews, usage data, support tickets and sales calls

Participants can articulate differentiated value for the stakeholders involved in a B2B purchase.

• Value Proposition Canvas connects customer pains, gains and product benefits
• Buyer-specific messaging addresses economic, operational, technical and user value
• Competitive alternatives include incumbents, internal processes, spreadsheets and non-action
• Positioning statements define target customer, category, differentiation and proof
• Proof points combine quantified outcomes, customer evidence and product capabilities
• Win-loss analysis identifies recurring objections, competitive threats and buying criteria

Participants can turn validated opportunities into testable product requirements and solution choices.

• Outcome-based requirements describe customer progress rather than requested features
• User stories specify role, need, outcome and acceptance criteria
• Jobs maps expose steps, pain points and intervention opportunities
• Service blueprints connect customer actions, frontstage processes and supporting systems
• Non-functional requirements cover security, reliability, interoperability and compliance
• Discovery-to-delivery handoffs preserve evidence, assumptions, constraints and success measures

Participants can prioritise product investments and communicate a roadmap based on outcomes.

• RICE scoring compares reach, impact, confidence and delivery effort
• Cost of Delay considers urgency, value, risk reduction and opportunity enablement
• Strategic fit filters opportunities against target segments and product positioning
• Now-next-later roadmaps communicate direction without false delivery certainty
• Outcome roadmaps connect initiatives with customer behaviour and business measures
• Roadmap narratives explain trade-offs, dependencies, sequencing and decision rationale

Participants can develop commercial hypotheses that reflect customer value, costs and buying behaviour.

• Value-based pricing links price to measurable customer economic outcomes
• Packaging structures separate core capabilities, add-ons, tiers and services
• Willingness-to-pay research tests price sensitivity using Van Westendorp questions
• Price metrics assess users, usage, transactions, assets and value events
• Enterprise pricing considers procurement thresholds, contract terms and implementation costs
• Discount governance protects reference prices, margins and negotiation authority

Participants can align product decisions with B2B sales, marketing, implementation and success activities.

• Go-to-market plans align segments, channels, messages, offers and sales motions
• Sales enablement assets address discovery, demonstration, objections and proof
• Product demonstrations follow buyer scenarios, outcomes and credible workflows
• Implementation feedback identifies onboarding friction, configuration needs and product gaps
• Customer success signals reveal adoption barriers, renewal risks and expansion opportunities
• Deal qualification separates strategic product evidence from exceptional customer demands

Participants can measure product performance and run evidence-based product decision routines.

• Product metric trees connect business results, customer outcomes and usage behaviours
• Activation metrics define meaningful first value for new customer accounts
• Cohort analysis compares retention, adoption and expansion across customer groups
• Leading indicators distinguish early product health from lagging commercial results
• Product reviews use evidence, decisions, owners, deadlines and documented assumptions
• Experiment design defines hypothesis, audience, measure, threshold and decision rule

Participants can establish practical product-management routines and a focused plan for their next product decisions.

• Product operating models clarify forums, cadences, artefacts and decision rights
• Quarterly planning balances strategic bets, customer commitments and technical health
• Stakeholder maps identify influence, interests, concerns and communication needs
• Product narratives align executives around evidence, choices, risks and expected outcomes
• Decision logs record assumptions, approvals, trade-offs and follow-up actions
• Ninety-day application plans sequence discovery, prioritisation, communication and measurement